Risk Management Assessment Framework

The Risk Management Assessment Framework (RMAF) is a tool for assessing the standard of risk management in an organisation. It is offered as an optional tool to help collect and assess evidence. It will support the production of a Statement on Internal Control, and is consistent with the criteria set out in Government Accounting (Chapter 21).

We have academic supply chain friends at NC State University that might be able to help. They have a program there for Textile Supply Chain Operations. I suspect they'd be a good source for information. I'll reach out to them to see if I can get someone to respond to your post.

Best Wishes,
Katherine

• Infinityway
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2015-01-23 03:18:54

Hi Katherine,

Thank you very much for your help!!!

• Learn and Change
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2015-01-26 02:43:51

Hi
Please do not limited yourself to Textiles, as trends in supply chains are commonly universal and independent of specific process-sector contexts.
But I am sure you have likely realised this.

• AD Supply Chain Group Pty Ltd
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2015-01-27 02:58:36

As well as the usual supply chain challenges that are common to all supply chains Textile and clothing supply chains have to consider some serious traceability requirements. These include child labour, cotton from listed regions, factory safety, carcinogenic dye's and a range of other issues. Many end customers require the supply chain members to obtain third party certifications and undertake audits of their sub-suppliers and raw material providers. Dealing in low cost regions is not a 'fire and forget' exercise, it requires close and consistent management and a regular 'onsite' presence. Sensible practice is 'development samples' followed by 'pre-production samples' followed by 'shipment samples' lots of 'airbags' to be sure but it will pay back!

This is an interesting question; we will circulate to the public sector community of interest and ask for input.

•
2014-04-23 14:45:24

USA Department of Homeland Security (DHS) and the Scottish Government shared their experiences with IACCM:

DHS uses wiki as their social media vehicle. It is only used for pre-award activities and not post award contract communications. Some specifics:
• The wiki page will contain the entire history of an acquisition prior to award.
• Vendors can post questions or concerns on the wiki page.
• All communications for the acquisition will use the page but the government issues written communications as a follow-up as well.
• The page is centrally controlled by the acquisition program manager.
• Feedback from the vendor community is very positive.
• It is optional for use - not mandatory; currently being piloted.
• Platform was built by GSA for GWAC vehicles.
• DHS does not use linked in, twitter or Facebook.

DHS also blogs on their own IT platform (the DHS connect page) but this is at a much higher level - more for high level strategy and organization direction for their mission; not for specific acquisitions.

Response from the Scottish Government:

We use Twitter (@scotprocurement) to put out news, as well as our regular newsfeed and my monthly e-bulletin on the Scottish Government website www.scotland.gov.uk/Topics/Government/Procurement

The e-bulletin goes to just over 8000 subscribers, and we have just over 900 followers on Twitter, being regularly retweeted by linked organisations like the Supplier Development Programme. Feedback's pretty rare - the tweets tend to be announcements conveying information rather than seeking input, although we did use social media to encourage contributions to the consultation exercise on the Procurement Reform Bill. We don't know, though, how many of the consultation responses were as a result of the tweets. Within the Scottish Government, we use Yammer as a social media forum, although we've not yet developed a procurement section on that.

your question is very broad! Do you mean you are looking for a wide-ranging risk checklist, or are you looking at more specific areas of risk potential?

• AlBurj Engineering Consultants
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2013-03-20 03:35:11

thanks Tim,

I meant to say, in a new construction's project at a very high traffic intensity city, what is the potential risk will be faced during the contract duration ? and how to mitigate ?

thanks

•
2014-06-11 06:17:14

To add to this question - where can we find the wide rang of risk checklist? and if possible as per industry wise like IT, Manufacturing, oil and gas etc.

It would be helpful if anyone can provide any link/ article/ shares any document.

Thank you.

•
2014-11-26 00:48:24

There are many operational risks involved in a construction project site in the close proximity of heavy and rash traffic.The entry and exit to the construction site to be planned in such a way as to minimise/eliminate obstruction to traffic at entry & exit point by providing smooth transit lanes gradually merging with main traffic route.heavy excavation requiring controlled blasting to be planned during night or during the period of least traffic flow.The periphary of site to be well guarded and covered for safety of men and equipment on the project.Proper surface drainage and effluent disposal to be ensured to cater effectively to the unforseen flooding conditions going out of control and affecting the main traffic.Proper area lighting and warning signages to be deployed to make commuters on the road aware of construction site.

Identify standby time as an hourly rate line item in the RFP, along with an estimated max quantity. The competitiveness of the procurement could drive down the rate, and the max establishes the reasonableness of the expectation.

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2014-05-14 13:33:35

Gail stated, it is key to have rates established for standby, hourly is often preferred but depending on the nature of the work and other elements day rates, unit rates etc may be better suited.

Before providing an answer with further detail to this question I would need to know what the commercial structure for the Contract and also what the agreed to commercial terms of the Contract are.

For example, if it is a lump sum contract which includes verbiage along the lines of "lump sum price is inclusive of all non-productive time howsoever caused" maybe you can argue that the Contractor included contingency for late delivery of material, or "lump sum price is inclusive of all non-productive time caused by Contractor or its Subcontractors" if this is the case you probably want to track delays caused by the owner but negotiate the delay settlement at the end. The reason for this is that the price and schedule included contingency/risk for Contractor or its Subcontractor caused delays. If the contract is completed within the time frame of the baseline schedule, with no additional hours worked, and no additional labour or equipment added, it could be argued that the late delivery of material had no cost impact to the Contractor and no standby charges are paid. The stanby charges could also be offset due to Contractor and its Subcontractor caused delays.

Thoughts?

• -
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2014-09-05 04:14:37

The suggested option/s available to owner to minimize standby claims :
1)To have adequate level of inventory as stand by measure at start of project and/or

2)To get quote or include an item rate in BOQ with material supply by contractor as an alternative to the items with client supply of material.